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Prime Minister Starmer traveled to Wales' northern region this past Thursday to declare the construction of a new nuclear power station. This represents a major policy announcement with implications at local and countrywide levels. However, the PM did not dedicate extensive time in Wales to advocating answers for the UK's energy needs. Rather, he used the time trying to draw a line under the briefing controversy within Labour's leadership, telling reporters that No 10 had not briefed against the health secretary's goals earlier this week.

Therefore, Sir Keir’s day served as a microcosm of what his prime ministership has now become overall. Firstly, he wants his government to be performing, and to be seen to be doing, significant actions. Conversely, he is unable to achieve this because of the manner he – and, partly, the nation more generally – now conducts politics and government.

The Prime Minister cannot change the culture of politics single-handedly, but he is able to do something about his own role in it. The simple truth is that he could run the centre of government far better than he currently does. If he did this, he might find that the nation was in less despair about his administration than it currently is, and that he was getting his messages across more effectively.

Staffing Issues in No 10

Some of the problems in Number 10 relate to individuals. The interpersonal relations of every Downing Street operation are hard to know accurately from the exterior. But it seems obvious that Sir Keir does not make sound staffing decisions, or maintain them. Maybe he is overly occupied. Possibly he lacks genuine interest. But he needs to up his game, avoid slow progress or incompletely.

• He hesitated about giving the key job of cabinet secretary to Chris Wormald.
• He made Sue Gray his chief of staff, then replaced her with Morgan McSweeney.
• He recruited Darren Jones in from the finance ministry as his chief secretary.
• His communications chiefs have chopped and changed.
• Advisors on politics and policy have come and gone.
• The situation is chaotic.

Systemic Issues at the Heart of the Administration

Every prime minister devote excessive time overseas and on international matters, areas where Sir Keir ought to assign more tasks, and too little talking to parliamentarians and listening to the citizens. Prime ministers also spend too much time doing media, which Sir Keir compounds by performing inadequately. But premiers cannot claim to be surprised when their politically appointed staff, who are often party loyalists or politically ambitious, cross lines or become the focus, as the chief of staff has recently.

The biggest issues, however, are structural. It would be beneficial to believe that Sir Keir reviewed the a think tank's spring 2024 report on reforming the centre of government. His failure to grip these issues in the summer or since implies he did not. The often abject experience of Labour’s time in office suggests IfG proposals like reorganizing the roles of the central government office and No 10, and separating the positions of cabinet secretary and head of the civil service, are now urgent.

The political pre-eminence of PMs far outdistances the assistance provided to them. As a result, all aspects suffer, and many tasks are poorly executed or ignored.

This isn't Sir Keir’s sole responsibility. He is the casualty of previous shortcomings as well as the author of present ones. But those who hoped Sir Keir would take control of the centre and prioritize governmental structures have been let down. Sadly, the biggest loser from this failure is Sir Keir personally.